Missing link

It was the title of the seminar at IMD in Lausanne that had directly appealed to Yvonne Benkert. “Strategic Leadership for Women” was listed in her training overview. The division head at MAN Executive Academy remembers asking herself why there was a program specifically for women. But the course content sounded intriguing, especially when it came to “authentic leadership.” The 34-year old with a background in psychology says that for her the ultimate deciding factor was the reputation of the Swiss business school and the international character of the institution. “IMD is simply at the top in terms of standards,” she says.
When it comes to leadership training, German managers are nearly always attracted to schools abroad. The reputation of the business schools beyond the border is not the only reason for this; the lack of options within Germany is also to blame. Karlheinz Schwuchow, editor of the annual almanac of HR development “Jahrbuch Personalentwicklung,” has a good overview of the training market for managers. “In Germany we still have two separate areas,” he observes, explaining the split between self-awareness seminars based on psychology and the general management courses. “The link, which has long been offered by other business schools in Europe, is so far missing in Germany,” he complains. The Professor for International Management at Bremen University of Applied Sciences believes that one of the reasons for this is the strongly mechanical and functional perspective of management within German companies. He also points out that so far Germany has only a few lecturers who know the harsh corporate reality with its business management mentality and who would also feel at home in the world of personality development.
While Germany clearly has some catching up to do in leadership training, other reputed European education institutions are seeing the subject boom. Particularly at INSEAD, the French management school in Fontainebleau near Paris, leadership expertise has been put at the top of the agenda with the Leadership Initiative.
Christina Escallon, the Director responsible for the initiative, explains how the course concept applies to all hierarchical levels: “Important for junior managers are the lessons that use a range of learning techniques such as case studies, computer simulations and 360-degree feedback.” For middle managers the course is often considered appropriate if the individuals act as mentors themselves. “These people are often forgotten in HR development. Mentoring helps them retain the contact with the more junior managers and remain informed about current developments, and it also allows them to proactively use their knowledge.” Escallon adds that for senior managers, the most important thing the course offers is self-reflection, as ultimately these managers must be able to influence others in terms of values and behavior. “Those who want to give others direction must firstly understand their own values,” she says.
SDA Bocconi Business School in Milan is a newcomer to the international market for leadership training. The school now offers its Senior Executive Program (SEP), one of its leadership programs already well established in Italy, in English. “It is a combination of strategy and leadership,” explains Giacomo De Laurentis, Program Director. He adds that as well as examining how companies become market leaders, the course also investigates how the individual can manage change and implement strategy. Each participant of the five-month program receives 360-degree feedback, a capabilities analysis, and support from a coach.

While SDA Bocconi Business School targets experienced managers with the SEP, the Dutch business school Tias Nimbas is focusing on junior managers with its new course entitled “Next Generation Leadership Program.” The program teaches participants how to react to changes on the market quickly and purposefully, how to implement new corporate strategies, and how to adapt their own management behavior to the given circumstances. The program was started in conjunction with Jacobs University Bremen and is run both in Bremen and in Tilburg in the Netherlands.

The IMD women’s seminar has inspired other events of a similar nature. INSEAD now offers a course entitled “Women Leading Change in Global Business” and Judge Business School, University of Cambridge, promises “Women in Leadership: Strategies for Success.” However, training options specifically for women remain rare, even though the reasons for gender separation in the course are sound. “Research tells us that minorities behave differently in a group,” says Bettina Buechel, IMD Program Director, giving the example that minorities are not treated with equal regard as the majority and as a consequence are more anxious to make a good impression.

“We want to break this dynamic,” stresses the IMD Professor for Strategy Implementation. And it appears to be working. “When women are among their own kind, a greater openness prevails,” says participant Yvonne Benkert. The content of the program is the same as that for the mixed seminars, the first part concentrating on traditional skills such as initiating strategic visions and implementing change, and the second focusing on the development of personal leadership skills. Benkert gained a lot from the exchange with the other participants from different countries and sectors. “It was very inspiring and a good opportunity to question my own experience and knowledge,” she says.
Both women and men wishing to investigate the topic of leadership further can study for the new “Oxford Diploma in Organizational Leadership” at Said Business School. The diploma comprises four modules and lasts for one year. “In contrast to shorter courses for practical solutions or specialist knowledge, this diploma puts more emphasis on reflection on theory and practice,” explains Tim Morris, Program Director. Three areas are considered in detail: a holistic understanding of the context in which the leader must work, a good strategic basis, and reflection on one’s own leadership behavior. “We also want to demystify leadership,” says Morris. The professor adds that leadership is a very complex and collective process. “It is more than holding an inspirational speech,” he says. Particularly in difficult economic times, leaders are faced with new challenges. “In those periods the main issues are moral obligations, communicating security, and sometimes even basic survival,” explains Morris.

However, training expert Schwuchow takes a more pessimistic view: “For the majority of German companies, leadership is something for good times only.” He believes that many of these companies have not yet fully comprehended that good leadership is one of the greatest levers for corporate value creation – even if that cannot be demonstrated by monetary benefit. “With controlling seminars for beginners that aspect is simply easier,” says Schwuchow.